Are numerous likes from followers indicative of valuable, inspiring content? Do many participants illustrate the impact of a D&I initiative? Is positive feedback at a DEI meeting confirming your DEI strategy design? As a critical D&I engineer, I see a need to look at different DEI target groups and related objectives in the first place. […]
One of the shared beliefs in D&I appears to be that issues from the past will be resolved with new values, generations and business approaches. Does this hope withstand reality and evidence checks?
Both Diversity activists and rationalists have been relentlessly exploring and explaining the need to overcome monocultures – particularly in today’s complex business contexts. What began as a joint effort has become – at times – a fight over narratives, followers and the prerogative of interpretation. Less divisiveness and polarisation – even within DEI – is […]
Where can D&I managers find long-term reflections, evidence-based input and comprehensive framings for their (future) work? IncludEU offers an advanced training course on ‘building diverse and inclusive workplaces in Europe’
Diversity is not a quota game. Gender-sensitive talent management breaks invisible barriers and delivers real business advantage.
For sad reasons, RacialEquity became a focus topic (once more) in recent years and months. Journalists from the DW TV explore corporate responses in the field – on both side of the Atlantic – including a 4-minute summary on European specifics.
Over recent years, everybody became a diversity expert and ‘good ideas’ are spreading fast – even when they are based on false assumptions or have adverse effects. Also in the gender area people reproduce myths and overlook empirical insight. #IWD2021
From systemic change to moving the needle: D&I proclaims change. However, celebrations and C-level support are not enough to generate progress. And sometimes, fake change is the issue.
Diversity acknowledges the human factor in professional and business processes, aiming at improving outcomes for people and organisations. The human mechanism of introversion requires special attention these days. Specifically including in D&I.
Faced with a crises, people and systems tend to focus on what they truly care about. This, however, assumes that a deeper purpose exists in the first place and is shared. D&I can offer a strong shared purpose – if it goes beyond numbers and initiatives.
